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MGMT 530 Entire Course + Midterm + Final Exam For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ MGMT 530 Week 1 Case Analysis (Conference Decision) MGMT 530 Week 1 DQ 1 Defining the Problem MGMT 530 Week 1 DQ 2 Enabling Conditions MGMT 530 Week 2 Case Analysis (Conference Decision) MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives MGMT 530 Week 2 DQ 2 Intuition MGMT 530 Week 3 Case Analysis Conference Decision Case, Part 2 MGMT 530 Week 3 DQ 1 Understanding Consequences and Tradeoffs MGMT 530 Week 3 DQ 2 Decision Making in Your Organization MGMT 530 Week 4 DQ 1 Defining Uncertainties MGMT 530 Week 4 DQ 2 Decision Making Styles MGMT 530 Week 5 Case Analysis Labadee Decision MGMT 530 Week 5 DQ 1 Risk Tolerance MGMT 530 Week 5 DQ 2 Sharing Risk with Partners MGMT 530 Week 6 DQ 1 Linked Decisions


MGMT 530 Week 6 DQ 2 Course Project Presentations MGMT 530 Week 7 Course Project (US Foods) MGMT 530 Week 7 DQ 1 Psychological Traps MGMT 530 Week 7 DQ 2 Estate Case Analysis MGMT 530 Week 4 Midterm Exam MGMT 530 Final Exam -----------------------------------------------------------------------------------------------

MGMT 530 Entire Course For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ This Tutorial doesn’t contain Midterm and Final Exam MGMT 530 Week 1 Case Analysis (Conference Decision) MGMT 530 Week 1 DQ 1 Defining the Problem MGMT 530 Week 1 DQ 2 Enabling Conditions MGMT 530 Week 2 Case Analysis (Conference Decision) MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives MGMT 530 Week 2 DQ 2 Intuition MGMT 530 Week 3 Case Analysis Conference Decision Case, Part 2


MGMT 530 Week 3 DQ 1 Understanding Consequences and Tradeoffs MGMT 530 Week 3 DQ 2 Decision Making in Your Organization MGMT 530 Week 4 DQ 1 Defining Uncertainties MGMT 530 Week 4 DQ 2 Decision Making Styles MGMT 530 Week 5 Case Analysis Labadee Decision MGMT 530 Week 5 DQ 1 Risk Tolerance MGMT 530 Week 5 DQ 2 Sharing Risk with Partners MGMT 530 Week 6 DQ 1 Linked Decisions MGMT 530 Week 6 DQ 2 Course Project Presentations MGMT 530 Week 7 Course Project (US Foods) MGMT 530 Week 7 DQ 1 Psychological Traps MGMT 530 Week 7 DQ 2 Estate Case Analysis -----------------------------------------------------------------------------------------------

MGMT 530 Final Exam For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ (TCOs A, B, C, D, E, F, G and H) Tidewater Services recently celebrated its 10th anniversary as a professional services firm that handles investigations for law firms


offering amenities, such as background checks, surveillance, interviewing of witnesses, crash scene investigation, and other related services. The company was founded by Lee Herbert who had extensive experience working for companies that handle investigative work. Herbert is more of a people person and is always looking for the next new client to take on. Admittedly, Herbert had no experience in running a business when he decided to go out on his own and enlisted the help of his long time friend, Bradley Simmons. Simmons has spent his career working for larger corporations in finance and had no experience in investigative services, but was looking for a change. Over the 10 years since the company’s founding, Tidewater Services struggled at first but slowly grew over the last five years. The more law firms the company works with, the more cases they receive. The more cases they receive, the more hours they can bill. Tidewater currently has six investigators and two clerks in addition to Herbert and Simmons. Over the years, they have expanded and contracted based on the volume of business and the local economy. Based in Norfolk, Virginia, Herbert is really interested in expanding the business to other major cities in the region, believing that “there are only so many law firms here in Norfolk.” He feels that if they’ve survived 10 years, then they should continue to focus on growing the business. Simmons, on the other hand, feels that expansion will put the company at risk as it takes time to develop a decent client base. They had opened a second office several years back across town but eventually closed it when it didn’t generate enough revenue to cover expenses. He’s worried the expansion may bankrupt the company. Even though the two are business partners, Herbert is the president and Simmons the vice president. Herbert asked Simmons to evaluate several options to further expand the business. From Herbert’s perspective, he has concluded that three objectives are important in this decision. First, is to find a city with a large number of Fortune 500 companies, a cost of living comparable to Norfolk, and a city that is in a reasonable distance from Norfolk as he and Simmons would be spending a lot of time in the new office at first. Because both have families with young children, Herbert feels that the distance is twice as important as the other criteria. Here is the summary of Simmons’ research. I. Richmond, Virginia: Number of Fortune 500 Companies: 5; Cost of Living Comparison: 0.934 (less than Norfolk); Driving Distance: 81 miles


II. Charlotte, North Carolina: Number of Fortune 500 Companies: 7; Cost of Living Comparison: 0.834 (less than Norfolk); Driving Distance: 283 miles III. Atlanta, Georgia: Number of Fortune 500 Companies: 10; Cost of Living Comparison: 0.854 (less than Norfolk); Driving Distance: 503 miles Question 1. Define the decision problem and the general nature of the problem. (20 Points) Question 2. What event triggered Question 3. Are we imposing any implied constraints on the situation Question 4. Define the objectives Question 5. Identify the alternatives Question 6. Compare and contrast the consequences for all three alternatives by the fundamental objectives. Rank each alternative using proportional scoring, include weights on the objectives. Are there any dominated alternatives that can be eliminated? Are there any even swaps.

Question 7. What decision-making styles are at work here? What is their attitude towards risk? Question 8. Are there any biases in play here that may impact the effectiveness of the decision? Question 9. What are the uncertainties for this decision situation? What are their consequences? Question 10. Evaluate this decision situation using tradeoffs. What location should they select? Are there any linked decisions? Discuss any assumptions as needed. -----------------------------------------------------------------------------------------------

MGMT 530 Week 1 Case Analysis (Conference Decision)


For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ Week 1 Case Analysis: Conference Decision Case Date: September 2, 2005 In less than two weeks, an accounting system user’s conference is scheduled to be held in New Orleans, Louisiana on September 13–16, 2005. Unfortunately, Hurricane Katrina has struck the city leaving a wake of destruction. Based on what you see on television, the hotel and the city cannot possibly accommodate this or any conference for the foreseeable future. Approximately 200 attendees are scheduled to attend, flying in from all over the country. All attendees prepaid their registration fee for the conference. With a lot of competition in the marketplace, getting the users to participate in the annual user’s conference is critical to retain current customers. During the conference, several product enhancement ideas are developed by the users, and this input is often used in future releases of the product. Potential new customers are invited to the event, and their involvement often leads to securing new contracts for the accounting system as they gain confidence in the system, seeing others use it. As head of the group that puts on the conference, you are faced with making a determination of what to do with this year’s conference. You are getting calls from the registered attendees asking what to do. Senior management feels that the conference is critical to ensure continued customer engagement and fears that cancelling the conference altogether will lose the momentum the company has developed over the past few years. Other considerations:


• Keeping the original dates and moving to a different city may drastically increase costs due to the short advanced notice. Will people cancel because of the higher hotel costs? • If the date is changed, will the speakers and attendees still be able to attend? • Having worked with the local Convention & Visitor’s Bureau and the hotel, you worry about how their businesses will survive with all of this destruction and wonder what you can do to help. For this week’s Case Analysis: 1. Define the decision problem. 2. As part of defining the decision problem, the following questions should be addressed. o What is the general nature of the problem? o What event triggered the situation? o Are we imposing any constraints on the situation? o What are the underlying elements of the problem? o Are there dependencies on other decisions? Submit your definition of the problem in a MS Word document to the Week 1 Case Analysis Dropbox. Input your responses in the template found here. This document is also posted in the Doc Sharing tab. -----------------------------------------------------------------------------------------------

MGMT 530 Week 1 DQ 1 Defining the Problem For more course tutorials visit www.tutorialrank.com


Tutorial Purchased: 4 Times, Rating: A+ What is the difference between problem solving and decision making? What are the key aspects to defining the problem for a decision situation? Give an example of a decision problem that you are currently dealing with. -----------------------------------------------------------------------------------------------

MGMT 530 Week 1 DQ 2 Enabling Conditions For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ What role does ability, willingness, insight, and commitment play in the decisionmaking process? How can constraints and other underlying elements complicate the decision-making process? Relate an experience from your work. -----------------------------------------------------------------------------------------------

MGMT 530 Week 2 Case Analysis (Conference Decision) For more course tutorials visit www.tutorialrank.com


Tutorial Purchased: 4 Times, Rating: A+ Week 2 Case Analysis: Conference Decision Case Date: September 2, 2005 In less than two weeks, an accounting system user’s conference is scheduled to be held in New Orleans, Louisiana on September 13–16, 2005. Unfortunately, Hurricane Katrina has struck the city leaving a wake of destruction. Based on what you see on television, the hotel and the city cannot possibly accommodate this or any conference for the foreseeable future. Approximately 200 attendees are scheduled to attend, flying in from all over the country. All attendees pre-paid their registration fee for the conference. With a lot of competition in the marketplace, getting the users to participate in the annual user’s conference is critical to retain current customers. During the conference, several product enhancement ideas are developed by the users, and this input is often used in future releases of the product. Potential new customers are invited to the event and their involvement often leads to securing new contracts for the accounting system as they gain confidence in the system seeing others use it. As head of the group that puts on the conference, you are faced with making a determination of what to do with this year’s conference. You are getting calls from the registered attendees asking what to do. Senior management feels that the conference is critical to ensure continued customer engagement and fears that cancelling the conference altogether, the company will lose the momentum it has developed over the past few years. Other considerations: • Keeping the original dates and moving to a different city may drastically increase costs due to the short advanced notice. Will people cancel because of the higher hotel costs? • If the date is changed, will the speakers and attendees still be able to attend?


• Having worked with the local Convention & Visitor’s Bureau and the hotel, you worry about how their businesses will survive with all of this destruction and wonder what you can do to help. Using the same information from last week’s Case Analysis, build on the work you did last week by identifying the following. 1. Define the objectives for the Conference Decision Case. The objectives should be separated into fundamental and means objectives. 2. Identify the alternatives for the case. For additional resources pertaining to this assignment, please review the Decision Making Drag and Drop Interactive found under the Week 2 Lecture tab. Additionally, an Overview of Decision Making Objectives can be found here. An example utilizing fundamental and means objectives can be found here. These documents can also be found in the Doc Sharing tab. Submit your definition of the problem in a MS Word document to the Week 2 Case Analysis Dropbox. Input your responses in the template found here. This document is also posted in the Doc Sharing tab. -----------------------------------------------------------------------------------------------

MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ Why is it important to define clear objectives for the decision situation? How can you ensure that you have identified all the appropriate alternatives? Give an example of a problem that you are in the process of deciding or have decided on in the past—identify the objectives and alternatives.


We will be looking at two key decision-making elements, which are objectives and alternatives. The objectives will determine the criteria for evaluating solutions to the defined problem. The alternatives for a decision situation are the options that need to be considered. Let us kick off the week by answering the following questions. When relating objectives to decisions, is it fair to say that the clearest objectives lead to the easiest decisions? -----------------------------------------------------------------------------------------------

MGMT 530 Week 2 DQ 2 Intuition For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ What role does intuition play in decision making? What role does quantitative data play in decision making? Identify a decision situation in which you used both intuition and data for your analysis of the situation. For the second discussion, we will analyze the role that intuition plays in the decision-making process. OK, I would like to get this politically incorrect idea out of the way from the start ... As you begin to participate in this topic, please consider and share your position on whether you believe intuition is more of a female skill and data analysis more of a male skill? -----------------------------------------------------------------------------------------------

MGMT 530 Week 3 Case Analysis Conference Decision Case, Part 2

MGMT 530 Possible Is Everything--tutorialrank.com  

For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ MGMT 530 Week 1 Case Analysis (Conference Deci...

MGMT 530 Possible Is Everything--tutorialrank.com  

For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ MGMT 530 Week 1 Case Analysis (Conference Deci...

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